By Emy Treurniet at April 21 2019 18:14:20
Are you wondering if you really need a business plan for your catering business? Perhaps you are thinking that as you only plan on starting a relatively small business it won't really be necessary. Many people think like this and, of course, many people end up failing in their first year of business.
Why do you need to know these percentages? As your sales increases or decreases, your material cost, labor cost, and variable expenses will track accordingly. They will track very close to the same % as your current business. As an example, let's say your current sales is averaging 贄ꯠ per month and your material cost is averaging ฤꯠ per month. That's 20% of your sales (ฤꯠ ÷ 贄ꯠ = 20%). So, what would your material cost be if your sales were averaging 赨ꯠ per month? It would still be 20% but it would be 20% of 赨ꯠ or ุꯠ. So with these percentages, you can project your material, labor and variable expenses. See how it works?
So why make a business plan? I want to show you a totally different kind of business plan. What if you made a business plan that focused only on what you want for your life? You have dreams about what you would like your lifestyle to be, right? Why not make a business plan that could give you those dreams? What would your business look like if it gave you exactly what you want in life. What kind of salary would your business need to give you? Why not build a business plan around that? Decide how much salary you would need to support your dreams and then build a business plan that would show exactly how your business could give you that. Wouldn't it be better to have your business work for you instead of the other way around?
38 of my 41 years were in management and leadership roles. Some of my disciplines were manufacturing operations and processes, quality systems including ISO, materials, supply chain logistics, engineering, purchasing, HR functions including union and nonunion operations, concurrent engineering from product design to the customer, and upper management, and supervision training. Experiences also included a number of special projects such as managing plant shutdowns, project director of facility relocations including feasibility studies, designing of lean manufacturing concepts for new operations, development and startup of new facilities, plant and process moves to new locations, and hiring and training of staffs and workforces for new locations.